fullname
Crystal
lastname
Johnson
Background
I am a lifelong Lee County resident and product of our public schools. I currently work as a Paraprofessional at Harns Marsh Middle School, supporting teachers and students directly in the classroom.
Education
I graduated from Fort Myers High School and studied Early Childhood Education at Fort Myers Technical College. I also completed the Partners in Policymaking program, focused on advocacy and leadership
contactemail
crystaljohnsonsbd5@gmail.com
Campaign Phone
239-245-1094
Incumbent (Yes or No)
No
Endorsements
No Endorsements
I am a product of Lee County Public Schools, a parent, and a current paraprofessional. I have worked as a clerk typist, parent involvement specialist, and now support students in the classroom every day. I understand IEPs, 504 plans, and student support systems because I work with them directly. I also work closely with families, especially in underserved communities. I bring real classroom experience, a strong understanding of student needs, and a commitment to accountability and service.
A world class system puts students first. It provides strong academics, hands on learning, and real life skills. Teachers and staff are supported and fairly paid. Parents are treated as partners. The district is transparent and accountable. My focus is restoring confidence by strengthening classrooms, supporting educators, and making decisions that truly benefit students.
The district must make compensation a priority. That starts with reviewing spending and redirecting resources back to employees. We must also advocate for better state funding. Support staff, including paraprofessionals, must be included. If we want to retain good employees, they must be able to afford to live in the community they serve.
We need stronger early learning and family support. I would expand access to quality early childhood programs and partner with childcare providers. Families need clear information on preparing their children. We must also address barriers like cost and access. Early support helps children enter school ready to succeed.
The district should clearly show where money is going in plain language. Major decisions should be shared openly and early. I support regular updates on spending and outcomes. We must review contracts and outside spending to ensure funds are used responsibly. The community deserves honesty and accountability.
Communication should be clear, consistent, and easy to access. I support more community meetings and simple, direct messaging across multiple platforms. Schools must build real relationships with families, especially in underserved areas. Communication should be two way so families feel heard and informed.
Transportation must be reliable and safe. I support reviewing routes and staffing to reduce delays. Safety at bus stops requires coordination with local leaders to improve lighting and crossings. We must also improve safe walking and biking routes. Families should feel confident their children are safe.
We need more real world learning. That includes career and technical programs, internships, and partnerships with local businesses. Students should be exposed to multiple pathways including college, trades, and the workforce. When learning connects to real life, students are more engaged and prepared.
fullname
Armor Persons
lastname
Persons
Education
FMHS, Edison Junior College, Florida Southern College
contactemail
armor@armorpersons.com
Campaign Phone
2396916659
Endorsements
Conservative Leadership Caucus
first name
Armor
As a sixth-generation resident of Lee County and an alumnus of our local public schools, my commitment to this community is lifelong. I am the grandfather of students currently in our district, giving me a personal stake in the success of our schools. For over 30 years, I have owned and operated a successful local business, which has given me decades of experience in budgeting, operations, and leadership.
A world-class school system is one that prioritizes students first, respects parental rights, and operates with absolute fiscal transparency. My vision is a district where every school campus is entirely safe and secure, and where public schools are the premier choice for families because of our high academic standards. A world-class system doesn't just prepare students for tests; it equips them for life by offering robust academic tracks alongside expanded career and technical academies—like welding, manufacturing, and automotive programs—ensuring every graduate has a direct pathway to a high-wage career right here in our community.
To keep compensation pacing with the cost of living, the district must look inward and practice strict fiscal discipline. First, we must aggressively cut top-heavy central office overhead and eliminate our reliance on multi-million dollar capital fund transfers to ensure maximum funding flows directly into school-based salaries. Second, we must precisely align school staffing with actual student enrollment to free up revenue for recurring raises. Finally, any budget cuts must strictly target non-classroom operations to protect our teachers, bus drivers, and critical support staff.
To ensure our children enter kindergarten ready to learn, we must expand early access. Currently, the district provides VPK for a limited number of students, and I am actively working to expand this vital program. We must also aggressively promote early literacy by connecting families with age-appropriate reading tools before they reach school age. Because parents are a child’s first teachers, the district should provide them with clear, accessible developmental milestones to cultivate school readiness at home. By expanding VPK and strengthening partnerships with local early childhood providers, we will set every child up for long-term academic success.
To ensure total accountability, I will maintain the rigorous transparency measures we have established. Currently, our full district and individual school budgets are posted publicly on our website. We utilize an independent board auditing firm to investigate specific operational areas, hold regular workshops to openly discuss budgets and audit findings, and maintain an audit committee that is fully open to the public. Additionally, the State conducts a comprehensive fiscal audit every three years, and those results are made public. I will continue utilizing these tools to guarantee strict oversight, protect taxpayer dollars, and ensure public trust.
To strengthen communication across all neighborhoods, we utilize an aggressive, multi-channel approach. The board and superintendent regularly hold town halls in each district and attend community events to directly answer questions. To ensure every family is reached, all district communications are provided in English, Spanish, and Creole. On a personal level, we facilitate direct communication between parents and teachers via text and email, and we actively encourage direct emails to the board. Alongside our main website, we maintain highly active Facebook pages for the district and individual schools to keep families informed in real time.
Our on-time bus arrivals have successfully increased from 80% to the mid-90s, resolving past arrival concerns. To maintain safety, the district reviews every bus stop annually. We have also significantly decreased student risk by installing external school bus cameras to catch stop-arm violators, alongside upgrading internal cameras to high-definition for clear incident review. While sidewalks, biking routes, and traffic safety fall under municipal and law enforcement jurisdictions rather than the school district, we collaborate with local city and county officials daily to actively address and resolve community safety problems.
To increase real-world career readiness, the district has prioritized expanding robust Career and Technical Education (CTE) and vocational academies. We must ensure high school students have direct access to high-demand trades by investing in programs like welding, automotive, and manufacturing. A world-class system should allow every student the choice to graduate not just with a diploma, but with industry certifications that lead immediately to high-wage jobs. We need to strengthen hands-on learning and deepen partnerships with local business leaders to bridge the gap between the classroom and our local workforce, keeping our talented youth right here in Lee County.
fullname
CARLINE
lastname
SAINTILUS
Education
MBA
contactemail
CARLINE@VOTESAINTILUSSBD5.COM
Campaign Phone
2394905257
Incumbent (Yes or No)
No
Endorsements
School Board Project, NOW/FLNOW, TALC/SPALC, Lee County Democratic Black Caucus
first name
CARLINE
I bring a unique combination of experience as a past educator, entrepreneur/business owner, community advocate, mother, grandmother, and the daughter of Haitian immigrants believing hat education was the key to opportunity, and that belief shaped my life. Growing up, I was taught that while circumstances may differ, education has the power to open doors, create opportunities, and change the trajectory of a family for generations. That lesson guided me as I earned my degrees.
A school system is one where every student, regardless of zip code, background, or circumstance has access to excellent educational opportunities and graduates prepared for college, careers, military service, or entrepreneurship. My vision for the ‘World-Class’ School System includes:
• Strong literacy and math outcomes beginning in elementary school.
• Safe schools and transportation systems.
• Competitive compensation and support for teachers and staff.
• Expanded career and technical education pathways.
• Strong partnerships with families and businesses.
• Open leadership that takes ownership of concerns.
• Equitable access to resources for all schools, especially those with the greatest needs.
The district should conduct periodic market analyses to compare compensation with neighboring district/states and local living wage data. Budget transparency is also critical so that stakeholders can clearly understand how resources are allocated and identify opportunities to prioritize employee compensation on a competitive level. Identifying operational efficiencies and administrative savings that can be redirected to employee compensation. Exploring workforce housing partnerships and employee assistance programs. Working collaboratively with unions and professional organizations to ensure compensation remains competitive. As a school board member, I would advocate for responsible budgeting practices that place a high value on recruiting,
School readiness begins long before a child enters kindergarten. I will support:
• Expanded partnerships with early learning providers and childcare centers.
• Parent education programs focused on literacy and school readiness.
• Increased access to pre-kindergarten opportunities in underserved communities.
• Early literacy screenings and intervention programs.
• Collaboration with libraries, nonprofits, and community organizations to promote reading and language development.
• Stronger partnerships with local hospitals, pediatricians and healthcare providers to connect families with developmental screenings, vision and hearing assessments, and other early childhood resources that can impact a child’s ability to learn.
Transparency and accountability must become part of the district’s culture. Taxpayers deserve to know how their money is being spent, and families deserve to know whether district initiatives are producing results. As a Board member, I will advocate for:
• Plain-language budget presentations that the public can easily understand.
• Regular public reporting on academic performance, financial health, and district goals.
• Increased scrutiny of major expenditures, contracts, and capital projects.
• Data-driven decision-making that prioritizes student outcomes.
• Greater public engagement before significant policy or budget decisions are made.
Families should feel informed, heard, and respected as partners in their children’s education. Communication should be proactive, accessible, and inclusive to all who are served by the school district. I will support the following strategies:
• Expanding multilingual communication for families whose first language is not English.
• Hosting regular community listening sessions throughout the district.
• Utilizing social media, text messaging, email, and community partnerships to reach families where they are.
• Creating stronger feedback mechanisms so parents can raise concerns and receive timely responses.
• Building and/or strengthen relationships with faith-based organizations, civic groups, and neighborhood associations.
This is a sensitive concern for me. My work alongside families advocating for safety improvements near schools has reinforced my belief that transportation safety is not just a district issue — it is a community responsibility. Student safety must always come first. I have and will always advocate for:
• A comprehensive review of bus routes, staffing levels, and transportation efficiency.
• Improved communication tools that allow parents to receive real-time transportation updates.
• Collaboration with local governments to identify and address unsafe bus stops.
• Expansion of sidewalks, crosswalks, flashing warning signals, improved lighting and crossing guards in high-risk areas.
• Increased coordination between the district, municipalitie
Every student should graduate with a clear pathway to success. Success after graduation looks different for every student. Our responsibility is to ensure that whether a student chooses college, a trade, military service, or entrepreneurship, they leave our schools prepared to thrive. I will support:
• Expanding career and technical education (CTE) programs aligned with workforce needs.
• Strengthening partnerships with local businesses, trade organizations, colleges, and apprenticeship programs.
• Increasing access to industry certifications that lead directly to employment opportunities.
• Providing financial literacy, life plan, entrepreneurship, and career planning opportunities.
• Expanding internships, job shadowing, and work-based le
